Shared Services institute - opportunities-exchange.org · With Shared Services, programs can be big...

4/25/2019

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SHARED SERVICES 101Shared Services National Conference

John Weiser, Opportunities Exchange

Shared Services 101 1

Agenda

• Getting to Know You

• Shared Services in a Nutshell

• Shared Services

• Why?

• How?

• What’s challenging?

• Shared Services value proposition

• Reflections and Discussion

• Next Steps


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Getting to Know You

• Name

• Organization

• Something you hope to learn in this session


Shared Services in a NutshellFrom: Working

Independently

To: Sharing staff and

resources

With Shared Services, programs can be big where big

matters and small where small matters


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WHY?Shared Services


e

6Shared Services 101

Industry Challenges

The average child care center in the US serves 75 children. A typical director or owner – whether in a small center or home – is responsible for multiple

tasks. Our leaders are overwhelmed & exhausted!

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The Challenge of Pursuing Quality


$5,212 $5,345

$6,885

$7,642

$9,450

Regulated Star 2 Star 3 Star 4 Star 5

Annual Cost of Care per Child(Louisiana Example)

Shared Services: Our Core Values

• Every director deserves

an administrative team.

• Every teacher deserves

strong leadership.

• Every child deserves a

reflective teacher.


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The Goal: Work Smarter, not Harder

• Economies of Scale• Strategies to take advantage of larger size, e.g. bulk purchasing

• Economies of Specialization• Strategies to restructure jobs so staff can focus on what they do

well

• Commitment to directing more resources to the classroom• Better wages and benefits

• More job satisfaction

• Better results for children and families


HOW?Shared Services


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Ranges of Approaches In Action

Sharing Information

Online “Knowledge Hub”

Networking

Some shared resources, e.g. maintenance, training

Sharing Back Office

Billing, fee collection, fundraising, marketing, etc.

Intensive Staff-Sharing

Staff-sharing in many areas, shared core values



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Insert screen shot from one of Pritzker

states rather than GA


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14Opportunities Exchange, March 2019

azTOOLKIT

Redesign

Coming this

Summer!

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e

15Opportunities Exchange, March 2019

azTOOLKIT Redesign Coming this Summer!

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32 States with Access to Knowledge Hub

September, 2018


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A Range of Approaches

Sharing Information


Networking


Sharing Back Office





Early Learning Alliance

• 15 member centers,

primarily in South and

Central Los Angeles

• Customized PD program,

supported by successful

joint fundraising

• Ex: trauma-informed care

• Piloting shared substitute

program

Shared Services 18

Imagination Playground received

through grant from KaBOOM!

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A Range of Approaches in Action

Sharing Information


Networking


Sharing Back Office





San Francisco Early Learning Alliance• Launched in early 2015; now 6 agencies, 8 sites

• Hub: Central office, initially housed at the Mimi and Peter Haas Fund, now in more central location in SF

• Hub staffing:

• 1 FT Director - was very strong financial manager for one of the centers; agreed to expand responsibilities to perform same tasks for other centers

• 2 FT Data Management/ Need and Eligibility Specialists

• Services: Enrollment, data management and reporting, fiscal management, and HR

• Membership fees based on documented/anticipated staff hours required by Hub staff


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San Francisco Alliance Results• Anecdotal results:

• Alliance membership has grown due to reputation and member centers’ strong results from State audits

• Increased staff wages as headcount reduced due to Hub services

• Increased time for director in classroom as administrative tasks absorbed by Hub

• Improved financial and administrative processes resulting in cleaner audits

• Goal to establish shared benchmarks and metrics to track results among members


A Range of Approaches in Action

Sharing Information


Networking


Sharing Back Office





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e

Shared Services 101

Chambliss Center for Children

Administration + direct services for 338

children ($$ from HS/EHS, PreK, CCDF, private sector +

more )

Maurice Kirby

(57 children)

Children’s Academy

(75 children)

Chambliss Center for

Children Red Bank

(39 children)

Pro Re Bona Day Nursery

(72 children)

Volunteer

School (57 children)

Newton

Center(55 children)

Child Care

Classrooms

in 12 HCDE

schools

Develop & monitor site budget

Enrollment

Billing/accounts receivable

Accounts payable

Payroll

USDA Food Program

management

Human Resources

Fundraising and development

Technology

Volunteers

Maintenance

Quality control: training,

Meeting with parents

Referrals if children have

special needs

Site supervisors

hired by CCC;

teachers hired by

local site boards

Normal

Park

SACC Residential Program

(30 children 6-18 yrsFoster

Homes

Transitional

living

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Results: Chambliss Center

• Finances – all sites more sustainable

• Average enrollment vs. capacity: 92%

• Average bad debt: 2.9%

• Revenues: Chambliss raises funding to fill gaps at centers

• Time – Reduced staff time on admin, operations, HR

• Teachers – Better wages, retirement benefits, career ladder

• Family Support – At-risk children and families now linked to

comprehensive health, mental health and social services

• Child outcomes – Children score well on kindergarten

screening


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Wonderschool: Shared Services

for Family Child Care

Set Up Assistance

• Provider Readiness Assessment (readiness to start program) for those starting new programs

• Pricing planning – hyper local pricing research conducted, pricing recommendations shared with provider who makes the final call

• Financial modeling – specific to each provider

• Support with licensing (via partnership with local ECE entity or WS consultant)


Wonderschool

Marketing, touring, and

open house supportOnline promotion (parent groups,

social media, etc.) & creation of

marketing assets (including Yelp

pages) to build awareness

• Customized flyers for local

distribution

• Online tour sign-up for parents, tour

coaching part of mentoring process

• Online open house & event creation

- guide providers, links to RSVP

pages, assistance promoting

Enrollment flow• Online enrollment invitations

• Parents complete site-specific documents online

• Wonderschool track/report enrollment statistics to help home stay full


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WonderschoolOngoing operational support

• Online payment processing (ACH and

credit card)

• Financial statements

• $250 professional development

stipend per program owner

• Support for parents and providers, as-

needed (disputes, payment questions,

transition issues, etc.)

• Quality assessment, mentoring,

professional development (via

Partnership with local ECE

organization or WS Consultant)


Shared Services in Action:New Approach to Staffing and Leadership

Pedagogical Leadership

Business Leadership

High Quality

ECE

Job-Embedded Professional

Development:

• Site-based pedagogical

leader Classroom observation

• Ongoing reflective

supervision

• Child/family supports

Reflective administration:

• Data-driven leadership

• Automate data and info

• Track “Iron Triangle data

• Identify trends

• Respond quickly to

challenges


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Pedagogical Leaders

• Guide teaching and learning.

• Help colleagues to see themselves as researchers in the

teaching and learning process.

• Transform teacher professional development system from a

series of sporadic, low impact, compliance-oriented

external workshops to a system of collaborative, real-

time, sustained efforts that support specific classroom

practice and improve program quality.

• Support teachers in attaining professional credentials and

completing educational degrees.


Pedagogical Leadership:How Shared Services Helps

• Site Directors freed up from multiple administrative tasks; time

and energy to coach teachers in classrooms or plan and

participate in home visits or family engagement

• Shared, embedded quality improvement staff to support

teachers

• Teacher time ‘off the floor’ to think and plan; opportunities to

reflect on their work in professional learning communities (e.g.

community of practice among infant/toddler teachers)

• Teachers have opportunities to grow in their jobs, gain

degrees/credentials, deepen teaching skills, and more.


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Business Leadership

Effective business leaders:

• Define vision, plan and strategize: forecast, assess

progress, make changes.

• Manage determinants of business sustainability

such as: enrollment, revenues, expenses, rates/policies,

growth, service mix, and compliance.

• Build infrastructure to maximize efficiencies

including: automation, technology, organization

structure, and staff hiring, retention and scheduling.


Full Enrollment

Revenues Cover Per-Child

Cost

Full Fee Collection

Business Leadership:

Focus on the “Iron Triangle”

The Iron Triangle of ECE Finance

• Ensure full enrollment -every day, every seat

• Collect tuition and fees, in full and on time

• Ensure revenue covers cost (tuition, fees, and 3rd-party funding)


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Business Leadership:How Shared Services Helps

An effective Shared Services Alliance pools resources to share the

cost of administrative staff that can:

• Increase Revenue

• Higher collection rates

• Fuller enrollment

• Improve Efficiency

• Administrative staff cost are spread across the Alliance

• Automation reduces the time (cost) of administrative tasks

• Understand cost of care in each classroom, to inform:

• Tuition rates and contracts with partners (like EHS)

• Fundraising to “close the gap”

• Classroom mix (how many infant rooms? Some mixed age?)


WHAT’S CHALLENGING?Shared Services


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Challenges

• Getting started• Trust

• Agreeing on focus

• Startup funding – three years

• Changing the mindset of staff and Board members

• Implementing• Leading change inside your organization

• Managing differences in values, culture and pedagogical approaches across organizations

• The more intensively you share, the more differences need to be managed


Roles: Making Shared Services Work

Pro

vid

ers Create local

networks:

• Share data, resources, personnel

• Maximize web-based tools and resources

• Fully Implement automated Child Management Systems

Be willing to change!

Po

licym

ake

rs Create incentives for provider networks:

• Embrace automation, fund technology

• Enable pilots to test new strategies for sustainable, high quality programs


Ph

ilanth

rop

y &

Bu

sin

ess

Create opportunities for provider networks:

Support forums to expand information on Shared Services.

Help fund start up costs.

Support cost of technical assistance, R & D, new staffing strategies, etc.



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SHARED SERVICE VALUE

PROPOSITION


Shared Services: The Value

Proposition

• A strong Alliance has capacity and clout often not accessible to small independent centers/homes

• Access to more and better resources; ability to negotiate rates, bid jobs, work with regulatory agencies as a group

• A strong Alliance gives members access to skilled leadership and improved financial position:

• Automated systems to streamline work – including support on-boarding + trouble-shooting technology challenges

• Metrics to track progress + support to explore range of solutions when problems arise

• Flexibility to shift resources from administration to classroom, to improve staff wages and benefits


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Shared Services:

The Value Proposition

• A strong Alliance can improve working conditions for site-based leaders and teachers

• Better working conditions via supports for professional development, paid planning time, reflective supervision, etc.

• Internal career lattice, with more employment and growth opportunities within and among linked sites (and potentially more innovative staffing options)

• Home based providers can focus on children (and their own families) when administrative supports free up time

• A strong Alliance can improve services to families• Automated invoicing + easy access to accounts (anywhere + anytime),

end-of-year summaries, etc. plus child info

• Can support a range of family engagement activities


REFLECTIONS AND

DISCUSSION


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Reflections

• What did I hear today that was intriguing or exciting?

• What did I hear today that was concerning or confusing?

• What’s most relevant to me and my organization?

Shared Services 41

Next Steps

• Interested in learning more about getting started?

• Attend “Getting Started with Shared Services” session

• Wednesday 10:30 am

• Review materials on “Getting Started” tab on OppEx website


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APPENDIX


Appendix

Who Drives Shared Services?

Bottom up

Top down

Shared Service initiatives thrive when there is a

healthy balance between:

• Positive pressure from funders and regulators, and

• Organic, provider-driven leadership + engagement


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Business Leadership: A New Approach to Program Administration

• Integrated data systems automatically track enrollment, attendance, billing

• Seamless data transfers to reporting systems

Manual and paper recordkeeping takes staff time, susceptible to errors

• Active application of business principles to organizational financial management

Passive attendance in “business trainings”

• Skilled financial manager focused on Iron Triangle metrics

Director or part-time bookkeeper managing finances


Pedagogical Leadership: A New Approach to Professional Development

• Internally driven

• Program- and job-embedded

Passive recipients of training

• Collaborative

• Continuous professional learning and Improvement

Goals and expectations established by others

• Ownership of professional learning

• Co-construction of goals for growth and practice

Compliance orientation


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Shared Services institute - opportunities-exchange.org · With Shared Services, programs can be big...

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